Organization Development and Change

Chapter Four:
Entering and Contracting

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Four
• To describe the steps associated with
starting a planned change process
• To reinforce the definition of an OD
practitioner as anyone who is helping a
system to make planned change

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(c)2005 Thomson/South-Western
 The Entering Process
• Clarifying the Organizational Issue
– Presenting Problem
– Symptoms
• Determining the Relevant Client
– Working power and authority
– Multiple clients -- multiple contracts
• Selecting a Consultant
– Expertise and experience

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(c)2005 Thomson/South-Western
Activity: Problems vs Symptoms
• Pick an organization (BU or your employer)
– Think of areas of improvement
• E.g. Absenteeism, Lack of Innovation, Departmental
Conflicts
– Identify and differentiate between root-causes and
symptoms

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(c)2005 Thomson/South-Western
 Elements of an Effective
Proposal
Content Description
Goals of Proposed Descriptive, clear, and concise goals to be achieved
Effort
Recommended Description of 1) diagnosis, 2) data analysis process,
Action Plan 3) feedback process, and 4) action-planning process
Specification of What will various leaders, including the OD
Responsibilities practitioner, be held accountable for?
Strategy for Provide change strategies, including
Achieving the education/training, political influence, structural
Desired State interventions, and confrontation of resistance.
Fees, terms, and Outline fees and expenses associated with the
conditions project
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(c)2005 Thomson/South-Western
Elements of an Effective Contract
• Mutual expectations are clear
– Outcomes and deliverables
– Publishing cases and results
– Involvement of stakeholders
• Time and Resources
– Access to client, managers, members
– Access to information
• Ground Rules
– Confidentiality
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(c)2005 Thomson/South-Western
 Interpersonal Issues of Entry
• Client Issues
– Exposed and Vulnerable
– Inadequate
– Fear of losing control
• OD Practitioner Issues
– Empathy
– Worthiness and Competency
– Dependency
– Overidentification
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(c)2005 Thomson/South-Western
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